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Leadership series styles

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Leadership comes in many forms and not one size ever fits all. It is more common that several sizes fit one person. What I mean by that is that a successful leader will have many different styles to use for differing situations. In this presentation the participants will leave with an understanding of many leadership styles and will have the ability to select which works best for them in which situation and with which type of employee.

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Leadership series styles

  1. 1. LEADERSHIP SERIES Styles of leadership
  2. 2. DEFINITION OF LEADERSHIP STYLE  The manner and approach of providing direction, implementing plans, and motivating people.  Leading people is very much like directing an orchestra  Lead Like The Great Conductors
  3. 3. THREE MAJOR STYLES OF LEADERSHIP  Authoritarian or autocratic  Participative or democratic  Delegative or Free Reign
  4. 4. AUTHORITARIAN OR AUTOCRATIC  “I want both of you to….”  This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers.
  5. 5. PORTRAYED CHARACTERISTICS OF AUTHORITARIAN (AUTOCRATIC)  Yelling  Using demeaning language  Leading by threats  Abusing their power  This is not authoritarian style but rather is an abusive, unprofessional style called “bossing people around”  It has no place in a leaders repertoire
  6. 6. PARTICIPATIVE (DEMOCRATIC)  “Let’s work together to solve this….”  This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it)  The leader maintains the final decision making authority.
  7. 7. PRESUMED CHARACTERISTICS OF PARTICIPATIVE (DEMOCRATIC)  Weakness  It’s actually a sign of strength that your employees will respect  Normally used when you have part of the information and your employees have other parts.  Leader is not expected to know everything – that’s why you employ knowledgeable and skillful employees.  Use of this style is mutually beneficial – allows them to be part of the team and you to make better decisions.
  8. 8. DELEGATIVE (FREE REIGN)  “You two take care of the problem while I go….”  Leader allows the employees to make the decisions.  Leader is still responsible for the decisions that are made.  Used when employees are able to analyze the situation and determine what needs to be done and how to do it.  You can’t do everything, set priorities and delegate certain tasks
  9. 9. CAUTIONARY NOTE TO DELEGATIVE (FREE REIGN)  Not a style to use so that you can blame others when things go wrong.  Use when you fully trust and have confidence in those you lead.  Don’t be afraid to use BUT, use it wisely!
  10. 10. A GOOD (SUCCESSFUL) LEADER  Uses all three styles  Let’s discuss some instances where each style would be useful.
  11. 11. FORCES THAT INFLUENCE STYLE TO BE USED  Time available  Relationships – Is there Trust? Respect? Disrespect?  Who has the information? You, employee, or both?  How well are employees trained?  How well do you know the task?  Internal conflicts  Stress levels  Type of task: is it structured, unstructured, complicated or simple?  Company policy or supervisor preference
  12. 12. POSITIVE AND NEGATIVE APPROACHES  There is a difference in ways leaders approach their employees.  Most leaders do not strictly use one or another, but are somewhere on a continuum ranging from extremely positive to extremely negative.
  13. 13. POSITIVE APPROACH  Use rewards  Education  Independence These are used as motivators for employees
  14. 14. NEGATIVE APPROACH  Act domineering and superior with people.  They believe the only way to get things done is through penalties such as loss of job, days off without pay, reprimanding employees in front of others etc.  They believe their authority is increased by frightening everyone into higher levels of productivity.  Has a place in leader’s repertoire of tools, it must be used carefully due to it’s high cost on the human spirit.
  15. 15. CONSEQUENCES OF NEGATIVE APPROACH  Morale falls  Low productivity  Those who continuously work out of the negative are bosses while those who primarily work out of positive are considered real leaders.
  16. 16. CONSIDERATION AND STRUCTURE  Two other style options for leaders  Consideration and structure are independent of each other, so they should not be viewed on opposite ends of a continuum.  Example: a leader who becomes more considerate, does not necessarily mean that she has become less structured.
  17. 17. CONSIDERATION (EMPLOYEE ORIENTATION)  Leaders are concerned about the human needs of their employees.  They build teamwork  Help employees with their problems*  Provide psychological support* *On a professional not clinical level Evidence of leaders who are considerate in their leadership style are employees who are higher performers and are more satisfied with their job.
  18. 18. STRUCTURED (TASK ORIENTATION)  Leaders believe that they get results by consistently keeping people busy and urging them to produce.
  19. 19. THE BLAKE MOUTON MANAGERIAL GRID
  20. 20. UNDERSTANDING THE MODEL  Based on two behavioral dimensions  Concern for People  Concern for Production
  21. 21. CONCERN FOR PEOPLE  The degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task.
  22. 22. CONCERN FOR PRODUCTION  The degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task
  23. 23. FIVE LEADERSHIP STYLES 1. Country Club Management 2. Team Management 3. Middle-of-the-Road Management 4. Impoverished Management 5. Authority-Compliance Management
  24. 24. COUNTRY CLUB MANAGEMENT – HIGH PEOPLE/LOW PRODUCTION  Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo.  Leader is most concerned about the needs and feelings of member members of his/her team.  They operate under the assumption that as long as team members are happy and secure then they will work hard. Result – work environment that is very relaxed and fun but where production suffers due to lack of direction and control.
  25. 25. PRODUCE OR PERISH LEADERSHIP – HIGH PRODUCTION/LOW PEOPLE  Also known as Authoritarian or Compliance Leaders  Believe that employees are simply a means to an end.  Employee needs are always secondary to the need for efficient and productive workplaces.  Very autocratic, has strict work rules, policies and procedures, and views punishment as the most effective means to motivate employees.
  26. 26. IMPOVERISHED LEADERSHIP – LOW PRODUCTION/LOW PEOPLE  Leader is mostly ineffective.  Has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. Result – a place of disorganization, dissatisfaction and disharmony
  27. 27. MIDDLE-OF-THE-ROAD LEADERSHIP – MEDIUM PRODUCTION/MEDIUM PEOPLE  Seems to be a balance of the two competing concerns.  May first appear to be an ideal compromise. Result – problem is when you compromise, you necessarily give away a but of each concern so that neither production nor people needs are fully met. Leaders who use this settle for average performance and often believe that this is the most anyone can expect.
  28. 28. TEAM LEADERSHIP – HIGH PRODUCTION/HIGH PEOPLE  According to the Blake Mouton model, this is the pinnacle of managerial style.  These leaders stress less production needs and the needs of the people equally highly.  Employees are involved in understanding organizational purpose and determining production needs.
  29. 29. APPLYING THE BLAKE MOUTON MANAGERIAL GRID  Being aware of the various approaches is the first step in understanding and improving how well you perform as a manager.  It is important to understand how you currently operate, then you can identify way of becoming competent in both realms.
  30. 30. APPLYING THE BLAKE MOUTON MANAGERIAL GRID 1. Identify your leadership style 2. Identify areas of improvement and develop your leadership skills 3. Put the Grid in Context
  31. 31. APPLYING THE BLAKE MOUTON MANAGERIAL GRID  Is a practical and useful framework that helps you think about your leadership style.  By plotting ‘concern for production’ against ‘concern for people’, the grid highlights how placing too much emphasis in one area at the expense of the other leads to low overall productivity.  This model proposes that when both people and production concerns are high, employee engagement and productivity increases accordingly.
  32. 32. WHAT STYLE(S) DO YOU CURRENTLY USE?  Do you have a style that you use?  If you did, has this information caused you to rethink this choice?  If you didn’t, will you now begin using one or several?
  33. 33. CLOSING THOUGHTS

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